This risk assessment determines the level of riskinvolved. The level of risk is indicated by a riskassessment code (RAC). Chapter 3 discusses RACs.A good safety attitude means the worker willperform work in a manner that will reduce risks. Aworker with a poor safety attitude would merely acceptthe risks and put up with the results. A good safetyattitude in workers depends on the safety supervisor.You can foster good safety attitudes throughcommunication, motivation, and salesmanship.COMMUNICATIONGood communication between workers and safetysupervisors helps maintain interest in safety. Afloat andshore safety committees and safety councils, discussedin chapter 1, bring workers safety concerns tosupervisors. Through these committees and councils,the commanding officer becomes aware of unsafeconditions and hazards that require corrective action.When workers see the command take action to correcta hazard, they understand that they play an importantpart in the safety program. They also see that thecommand cares enough about their safety to correcthazards.We need hazard information so that we can correcthazards, not place blame or discipline a worker. Wemust never coerce or threaten crewmembers andworkers to report hazards. They should feel comfortablein reporting a hazard to their supervisor or be able toreport a hazard anonymously. Good communicationbetween workers and their supervisors encourages safeattitudes and trust in their command. The sincerity of asafety supervisor is obvious in how he or she deals withsafety problems and complaints.MOTIVATIONTo ensure total participation in the safety program,the command must motivate its people. It must motivatepersonnel to behave in a manner that will meet thevarious goals of the command. Program success consistsof determining each persons needs. It also consists ofselecting and providing appropriate incentives(reinforcers) to meet those needs. It also should establishreasonable tolerance limits so that goals are achievable.Some incentives that serve to motivate people includethe following:Instinct for self-preservationDesire for material gainDesire for praise and acceptanceFear of ridicule or disapprovalSense of humanitySense of responsibilitySense of loyaltyCompetitive instinctDesire for power or leadershipPeer pressure and a desire to conformWe cannot overemphasize the importance ofmatching each persons needs to the proper incentives.A basic principle of behavior reveals that workers willrepeat desirable behavior if the supervisor reinforces orrewards their actions. If the supervisor doesnt reinforceor reward a behavior, workers will stop the behavior.Thus, a command must have an awards or incentivessystem. An incentives system not only determines howpeople will perform their various jobs, but how theythink about them as well. An incentives system canreenforce mishap-free behavior and encourage safeperformance. Similarly, it can discourage unsafe andreckless behavior through the withholding ofreinforcement. For an awards system to be effective,however, we must provide timely reinforcement.If a person is doing a good job, we should not waituntil the end of the year to give that person a letter ofappreciation or commendation. Immediately after thedesired behavior occurs, we should provide positivereinforcement. That increases the chance of recurrenceof good work. Too much time between behavior andreward may confuse the person. He or she may not knowwhich behavior was noteworthy.Reinforcement must also be sincere and relate to apersons needs People will see an attaboy given for ajob they know they did not do well for what it is: aninsincere, meaningless pat on the back. A child mayrespond to such an act, but an adult will not. Similarly,people will view other incentives that fail to satisfy realneeds as meaningless.Providing feedback about job performance alsomotivates people to perform desired actions. Motivationincreases when reward is inherent in the task itself. Anexample is a technician who achieves a sense of satisfac-tion from a job well done. Motivation is highest whenopportunities exist for achievement, recognition,increased responsibilities, and advancement. Suchfactors should be part of the job itself.2-2